When a crisis strikes, silence is not golden. Spin is not strategy. And misreading your audience can be fatal—not only to your brand reputation, but in some cases, to public trust and safety. In the digital age, where a misstep can trend globally in seconds, effective crisis communication is not just damage control—it’s brandsurvival.
Yet, despite this urgency, high-profile organizations continue to mishandle crises with alarming frequency. From oil spills and racial controversies to product recalls and CEO scandals, the pattern of tone-deaf statements, slow responses, and misaligned priorities repeats itself like a cautionary tale on loop. This op-ed explores theanatomy of failed crisis communications through real-world examples, dissecting what went wrong—and what brands and leaders must learn to avoid public relations catastrophe.
I. The Cardinal Sins of Crisis Communications
Before diving into specific case studies, it’s important to define what makes crisis communications fail. Themost common failures fall into the following categories:
- Delay: Taking too long to respond, allowing misinformation and public outrage to escalate.
- Defensiveness: Prioritizing legal or corporate interests over empathy and transparency.
- Disconnection: Misjudging the tone, audience sentiment, or social climate.
- Disinformation: Providing misleading or false information to protect the brand.
- Disrespect: Ignoring or minimizing the voices of those harmed or affected.
Crisis communication must be timely, transparent, and empathetic. When those principles are ignored, even the strongest brands can falter.
II. BP and the Deepwater Horizon Disaster: A Case of Corporate Tone-Deafness
In April 2010, the Deepwater Horizon oil rig exploded, killing 11 workers and spilling over 200 million gallons ofoil into the Gulf of Mexico—making it the worst marine oil spill in history. As the world watched in horror, BP’s crisis communications floundered.
What Went Wrong:
- CEO Insensitivity: Then-CEO Tony Hayward famously said, “I’d like my life back,” a statement perceived as wildly self-centered in the context of deaths and environmental catastrophe.
- Lack of Transparency: BP initially downplayed the size and impact of the spill. Estimates of the leak were drastically low-balled, causing public distrust.
- Poor Visual Optics: Even as cleanup operations struggled, BP executives were seen sailing and golfing, reinforcing a perception of detachment.
Key Lesson:
A crisis involving human and environmental loss demands humility and accountability. BP’s failure to lead with empathy and transparency damaged its brand for years, resulting in billions in cleanup, legal fees, andreputation management.
III. United Airlines and the Passenger Dragging Incident: A Viral Lesson in Humanity
In April 2017, United Airlines forcibly removed a paying passenger, Dr. David Dao, from an overbooked flight. Thedisturbing video of security officers dragging Dao off the plane went viral, sparking international outrage.
What Went Wrong:
- Initial Denial and Blame: United’s first statement called the incident “re-accommodating” passengers, a euphemism that trivialized violence and insulted public intelligence.
- Defensive Leadership: CEO Oscar Munoz initially blamed the passenger for being “disruptive andbelligerent” before backtracking days later.
- Too Little, Too Late: A more sincere and empathetic apology came only after stock prices dropped andthe public backlash peaked.
Key Lesson:
In the age of smartphones, corporate actions are instantly visible. Cold, legalistic language won’t win in thecourt of public opinion. Immediate, human-centered communication is critical.
IV. Boeing and the 737 MAX Crashes: Profit Over People
Between 2018 and 2019, two Boeing 737 MAX aircraft crashed, killing 346 people. Investigations revealed that software malfunctions contributed to the crashes—and worse, that Boeing had been aware of the potential issues but failed to act.
What Went Wrong:
- Delayed Accountability: Boeing was slow to acknowledge software issues and initially framed thecrashes as unrelated.
- Lack of Empathy: The company’s early public statements focused on “technical issues” without mentioning the victims or expressing condolences.
- Tone-Deaf Lobbying: Boeing continued lobbying regulators aggressively, which many saw as prioritizing profits over safety.
Key Lesson:
When lives are lost due to corporate decisions, the public demands more than a technical fix. Ethical leadership, transparency, and meaningful restitution are necessary to rebuild trust.
V. Balenciaga and the Child Ad Controversy: Art, Advertising, and Accountability
In 2022, Balenciaga launched a campaign that included children holding teddy bears in bondage-style outfits—an image many deemed disturbing and inappropriate. Another ad in the same series appeared to show legal documents referencing a Supreme Court case about child pornography laws.
What Went Wrong:
- Lack of Oversight: The campaign passed through multiple layers of approval, suggesting systemic failure.
- Blame Shifting: Balenciaga initially blamed the production company and creative team, rather than taking full responsibility.
- Delayed Apology: Public statements came only after significant backlash, and they were perceived as performative rather than sincere.
Key Lesson:
When a brand crosses a cultural or moral line, deflection won’t suffice. Ownership and action—not just apology—are essential.
VI. Fyre Festival: A Social Media Mirage Implodes
Marketed as a luxurious music festival in the Bahamas with celebrity endorsements and high-end experiences, the Fyre Festival (2017) famously turned out to be a disaster of epic proportions: no infrastructure, inadequate food, and stranded guests.
What Went Wrong:
- Hype Over Honesty: Organizers prioritized influencer marketing over logistical preparation.
- No Crisis Plan: As things unraveled, the official channels went dark, with no clear communication to ticket-holders or the media.
- Criminal Concealment: CEO Billy McFarland actively misled investors and consumers, ultimately resulting in criminal charges.
Key Lesson:
No amount of marketing can mask operational failure. And in a crisis, silence isn’t neutral—it becomes negligence.
VII. Facebook/Cambridge Analytica: Obfuscation in the Face of Data Breach
In 2018, it was revealed that political consulting firm Cambridge Analytica had improperly harvested the data of over 87 million Facebook users. The incident raised alarms about privacy and manipulation.
What Went Wrong:
- Delayed Disclosure: Facebook knew about the breach in 2015 but did not inform the public until 2018.
- Defensive Stance: Mark Zuckerberg’s initial responses minimized the severity and leaned heavily on legal compliance, not ethical duty.
- Lack of Human Connection: The platform’s abstract, bureaucratic tone failed to connect with users’ genuine fears about data abuse.
Key Lesson:
Data ethics is human ethics. In crises involving privacy or manipulation, transparency and accountability must be immediate and unequivocal.
VIII. Subway and the Jared Fogle Fallout: Brand Trust vs. Brand Spokesman
Jared Fogle, Subway’s longtime spokesperson, was arrested in 2015 on charges related to child exploitation. Subway was slow to sever ties and later claimed ignorance of prior warnings about Fogle’s behavior.
What Went Wrong:
- Inadequate Vetting: Despite red flags raised years earlier, Subway continued to use Fogle in promotions.
- Delayed Action: It wasn’t until after his arrest that Subway distanced itself—too late to avoid the public relations blowback.
- Weak Internal Processes: Reports suggested that franchisees had expressed concern, but corporate failed to act.
Key Lesson:
Brands are judged by the company they keep. Crisis communication begins long before the crisis—through proactive governance, listening, and values-based decision-making.
IX. Lessons in Contrast: The Tylenol Case as a Gold Standard
In 1982, seven people died after taking Tylenol capsules laced with cyanide. Johnson & Johnson’s response is still hailed as a textbook example of effective crisis communication.
What They Did Right:
- Immediate Recall: Despite not being at fault, J&J pulled 31 million bottles from the market.
- Transparent Communication: The company held regular press briefings and was candid about what they knew.
- Reform and Reassurance: They introduced tamper-proof packaging and ran full-page newspaper ads to regain trust.
Why It Worked:
Tylenol prioritized consumer safety over profits, framed its actions with empathy, and responded rapidly. It took years, but the brand fully recovered and remains trusted today.
X. Conclusion: From Failure to Framework
Crisis communication isn’t about having the perfect words—it’s about having the right mindset. Theorganizations that fail in crises often suffer from the same disease: the prioritization of self-image over service, of legalese over humanity, and of optics over ownership.
To succeed in crisis communication, brands must:
- Respond quickly—but not hastily.
- Lead with empathy—real people are affected.
- Be transparent—even when the truth is painful.
- Take ownership—avoid the blame game.
When done right, crisis communication can be a stepping stone toward greater consumer trust. But when mishandled, it leads to irreversible damage. In today’s world, where public perception is more fleeting than ever, getting it right is not a luxury—it’s a necessity.
Ronn Torossian founded 5WPR.
